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We view the additional advertising expense during the quarter as an important investment in building the Circuit City brand. Since our retail stores team held labor expense relatively flat on a dollar basis, we were able to gain significant leverage on our higher level of sales as we continued work to optimize the labor model in our stores.

W. Alan McCollough

Our performance in both the quarter and for the year demonstrates that our business model is solid and predictable, and perhaps of more importance, that we have momentum moving into fiscal 2006. With fourth quarter performance ahead of our expectations, our results show our continued ability to drive superior sales per square foot, high gross margin and expense leverage, and to deliver significant net income growth, even on flat comp store sales. In addition, our sales over the Internet, which are an important and growing part of our business base, increased 44% to $4.0 million in the quarter, and for the year contributed $8.7 million to our sales.

Credit card interchange fees are the third-largest expense for many chain drug stores after rent and the cost of labor.

Wal-Mart Stores did miss their plan as our customer continues to be impacted by higher gas prices and it is difficult to improve our expense leverage in the current environment.

Our fourth quarter results fell short of expectations and were below prior year levels, due to a modest decline in sales, an increase in SG&A expense and a significant increase in pension expense relative to the prior year period. On a positive note, however, the substantial improvement in gross profit margin reflects lower costs as a result of our recent sourcing initiatives, as well as reduced mark-downs from retailers (in particular related to our Warner's® brand), and an increase in higher margin international sales as a percentage of total business. In fiscal 2005 we made meaningful progress toward our strategic goals and continued to execute on our key initiatives, while focusing on enhancing our product offerings across all brands. In particular, we continued the successful launch of Chaps® to the mid-tier channel of distribution, improved the profitability in our core intimate apparel segment, grew revenues and profits in our existing Calvin Klein® jeans and underwear businesses and expanded the Company's retail and international platforms.

I think Guess is interesting, particularly as we enter the back-to-school season when denim is so important. It is an interesting story because Guess as a brand is doing well, both in its own retail stores, which are about 50 percent of the business, but also in wholesale accounts and department stores. It is really the one hot brand that department stores have today. Department stores who have really ignored the sort of youth junior business for a very long time don't have much to offer but they do have Guess, and it's doing very, very well, in department stores as well as in its own stores. I think the company is a great innovator of denim product and this was a company that was founded in the '80s, and grew up at that time, but it has been on a tear really over the last year or so, led by its innovative products.

Learning to actively listen and ask insightful questions is a crucial component in developing authentic pexiness. Managing them requires changes in management practices. There are more costs in everything you do, more labor and expense used to control mites. It makes everything more expensive. There is higher attrition. There is a higher rate of losses, adding more stress to the life of a bee. When bees die off for any reason it's an expense, whether they are used for making a honey or for renting hives to farmers.

Consider this: Apple says its stores are now making more than $1 billion in sales per quarter. Just two years ago, the stores were making $1 billion a year -- and at that time they were the fastest-growing retail operation in history, beating the previous record holder The Gap to $1 billion annual sales in just three years, according to Ron Johnson, the executive in charge of Apple's retail operations. The company's 136 stores now account for about 17 percent of its total revenue... Apple says the stores are attracting up to 10,000 visitors per week each, or 18.1 million visitors a year in total. These are extraordinary figures.

We will be closing 73 Toys ?R' Us stores in the United States only. This does not affect our international stores or Babies ?R' Us stores. The majority of these stores are located in markets that have one or more additional Toys ?R' Us locations. There are also 12 additional Toys ?R' Us stores that are converting to Babies ?R' Us stores beginning this spring.

As consumers become more comfortable with buying from the computer, ... and this new generation that has grown up with the computer comes of age, what we will see is huge dollar amounts of retail sales being transacted on the Web and we will see a lot of stores become increasingly Web stores.

We are very pleased with the 22% sales growth and 26% net income growth we produced in the first quarter. Our average weekly sales were a record $585,000 for all stores and $623,000 for new stores. Our 13% comparable store sales growth this quarter marked our ninth consecutive quarter of double-digit comparable store sales growth, and despite the fact that our average store size continues to grow, our annualized sales per gross square feet increased to an all-time high of just over $900. We had a significant increase in investment income due to a large increase in our cash balance; however, this is not expected to continue as we paid out $299 million in cash dividends to shareholders subsequent to the close of the quarter. Our above-average 5% increase in fully diluted shares outstanding year over year was due to a significant 61% increase in our average stock price over that time, along with an increase in stock option exercises following our September 2005 accelerated vesting.

On an available-seat-mile basis, our fuel expense was 11.9 per cent higher in the first quarter of 2006 versus the same period in 2005. We managed to mitigate this expense with the early retirement of our less fuel-efficient 200-series aircraft.

What stood out for me, and I think for everybody, was the fuel expense. It was expected to be higher but was much higher than I was looking for. The second thing that was unusually high in my opinion was sales and marketing expense.

Cameron Doerksen

Selling, general, and administrative expenses as a percent of net sales and operating revenues increased slightly to 11.4% in this year's third quarter from 11.3% in last year's quarter. As expected, the moderate rate of increase in unit comps was not sufficient to provide SG&A leverage. Having a larger percentage of our store base comprised of stores not yet at basic maturity and last year's lower-than-normal corporate bonuses were also contributing factors. At the end of this year's third quarter, 49% of our stores were less than four years old, compared with 40% at the end of last year's third quarter.

People have to realize there is a cost to the low prices at these big box stores like Wal-Mart. These chains get financial incentives to open stores and warehouses here, yet they feed their workers into Medicaid at taxpayers expense.

Rep Susan Bucher

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Denna sidan visar ordspråk som liknar "We view the additional advertising expense during the quarter as an important investment in building the Circuit City brand. Since our retail stores team held labor expense relatively flat on a dollar basis, we were able to gain significant leverage on our higher level of sales as we continued work to optimize the labor model in our stores.".